ISO/DIS 30441:2026(en)

ISO/TC 260

Secretariat: ANSI

Date: 2025-11-18

Human Resource Management - Workplace Well-being - Guidelines for thriving workplaces

© ISO 2026

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Contents

Foreword v

Introduction vi

1 Scope 1

2 Normative references 1

3 Terms and definitions 1

4 Relevance and outcomes of well-being at work 2

4.1 Relevance and outcomes for the organization 2

4.2 Outcomes for the managers and teams 2

4.3 Outcomes for the workers 2

5 Principles of well-being at work CIP 3

5.1 Holistic and integrated approach 3

5.2 Shared commitment 3

6 Enablers of well-being at work CIP 3

6.1 Leadership commitment for well-being at work CIP 3

6.2 Developing a well-being at work culture 4

6.3 Structuring Governance 4

6.3.1 Leadership for well-being at work 5

6.3.2 Coordinator In-Charge for well-being at work 5

6.3.3 Roles and Responsibilities of Leader and Coordinator 5

6.3.4 Well-being at Work Steering Team 5

6.3.5 Skills Development 6

7 Well-being at work determinants 6

7.1 Work organisation and management practices 6

7.2 Connection and community 7

7.3 Work-life balance 7

7.4 Physical environment 7

7.5 Resources to help improve individual well-being 7

8 Establishing a Continuous Improvement Process (CIP) for well-being at work 8

8.1 Plan 8

8.1.1 Engaging Key Interested parties 8

8.1.2 Identify necessary resources 8

8.1.3 Gathering data 9

8.1.4 Analyse current state and identify gaps for improvement 9

8.1.5 Develop and Share the Vision 9

8.1.6 Developing the well-being at work CIP Plan 9

8.2 Do: Deploying the plan 10

8.3 Check: Monitoring and measuring 11

8.3.1 Monitoring and measuring the well-being at work CIP 11

8.3.2 Achievement of well-being at work objectives 11

8.3.3 Monitoring and verifying the alignment with the organizational outcomes 11

8.3.4 Preparing and communicating an annual summary report 12

8.4 Act: Adapt and improve 12

Annex A RESOURCES 13

Annex B INTERESTED PARTIES 14

Annex C GATHERING DATA FOR ASSESSING THE CONTEXT 16

C.1 Specific steps to consider while gathering data: 16

C.2 Identifying metrics and information 16

Annex D DETAILS AND EXAMPLES OF INITIATIVES 20

D.1 Work organization and management practices 20

D.2 Connection and community 21

D.3 Work-life balance 21

D.4 Physical environment 22

D.5 Resources to help improve individual well-being 22

Annex E Measuring the CIP and its initiatives 24

E.1 QUALITATIVE INFORMATION 24

E.2 QUANTITATIVE INFORMATION 25

Annex F ROLES & RESPONSABILITIES 27

F.1 Roles and Responsibilities of Leader and Coordinator 27

Annex G Sample: Initiative documentation 28

Foreword

ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and non-governmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electrotechnical standardization.

The procedures used to develop this document and those intended for its further maintenance are described in the ISO/IEC Directives, Part 1. In particular, the different approval criteria needed for the different types of ISO documents should be noted. This document was drafted in accordance with the editorial rules of the ISO/IEC Directives, Part 2 (see https://www.iso.org/directives-and-policies.html).

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This document was prepared by Technical Committee ISO/TC 260, Human Resource Management.

A list of all parts in the ISO 30400 series can be found on the ISO website.

Any feedback or questions on this document should be directed to the user’s national standards body. A complete listing of these bodies can be found at www.iso.org/members.html.

Introduction

Organizations should view well-being at work as an opportunity to foster a culture of organizational health, improve overall productivity, and maintain a thriving workforce. According to the World Economic Forum, investing in workplace well-being could add up to USD 11.7 trillion to the global economy, highlighting the strong link between well-being, productivity, and sustainable growth (World Economic Forum, Thriving Workplaces Report, 2025). By adopting and integrating a continuous improvement process (CIP) for well-being at work, organizations can achieve measurable returns on investment, such as:

— Productivity: optimized use of resources and sustainable value creation.

— Organizational capacities: reinforced innovation, creativity, learning, and talent attraction/retention.

— Work environment: stronger cohesion, improved climate, and better collaboration.

— Performance: reduced turnover, absenteeism, presentism, incidents, and insurance/claim costs.

Workers^[1] who thrive in a supportive work environment are more engaged and productive, better equipped to manage stress, maintain positive relationships, and achieve professional and personal growth. They will experience:

— Mental well-being: greater fulfillment and resilience, with reduced anxiety and burnout.

— Cognitive well-being: improved concentration, learning, memory, and problem-solving.

— Physical well-being: healthier habits, better overall health, and fewer illnesses.

— Social well-being: stronger relationships, active engagement, and quality interactions.

This standard provides guidance to support organizations in adopting a holistic and integrated approach to well-being at work that benefits organizations, teams, and individuals. In a rapidly evolving and complex work environment, marked by multiple and simultaneous transformations, prioritizing well-being has become a cornerstone of resilience, adaptability, innovation, and sustainable success. Beyond controlling risks, organizations are expected to consider the conditions and practices that promote a healthy and supportive work environment. The World Health Organization and the International Labour Organization emphasize that workplace well-being should involve organizational interventions that go beyond risk control, by addressing working conditions and fostering supportive environments for mental, physical, and social health (World Health Organization & International Labour Organization, Mental health at work: Policy brief, 2022).

The standard establishes a comprehensive framework, underpinned by a CIP, to foster a positive and productive workplace culture. The CIP cycle of planning, implementing, measuring, and acting upon results enables incremental improvements over time. This structured approach can be applied at both strategic and operational levels, supporting Human Resources departments in developing, implementing, or enhancing initiatives that address the key determinants of workforce well-being.

These initiatives align with the three levels of the well-being continuum: promotion, prevention, and early support.

— Promotion: Create an environment conducive to behaviours that promote the well-being of all workers, offering tools and resources to support healthy lifestyles and work habits.

— Prevention: Analyse risks in collaboration with human resources and health and safety teams to implement protective factors, reduce or eliminate risks, and target specific groups who may need additional support.

— Early Support: Provide timely and effective support to workers in distress or those at risk of absenteeism, offering early intervention to prevent absence and long-term issues.

The continuous improvement process (CIP)— is presented for organizations to regularly assess the effectiveness of their well-being practices through feedback, data analysis, and performance metrics. This dynamic process ensures that strategies evolve with changing needs, technological advances, and shifts in employee needs. By fostering a culture of continuous improvement for well-being at work, organizations can ensure that their well-being investments in the workforce remain relevant, impactful, and aligned with both organizational goals and worker’s needs.

The sections identified are not presented in a specific order of action. An organization can begin its adoption of well-being at work CIP at any of these sections, depending on its current stage.

The approach and initiatives should be adapted according to the country’s culture, socio-administrative context, regulatory framework and laws, existing standards, insurance mechanisms, etc. The proposed approach allows for the adaptation of the strategy based on the organization's identity and alignment with its values, objectives, and mission.

This standard is voluntary and provides a structured, step-by-step framework. It is intended to enhance the existing human resources standards. It is also aligned with, but not dependent on, other standards on risk management systems such as ISO 45001 (Occupational Health and Safety) and ISO 45003 (Psychological Health and Safety at Work).

This standard adopts a positive and proactive approach aimed at fostering well-being at work within their organization through a structured governance approach for a thriving workforce.

Human resource management – Workplace Well-being - Guidelines for thriving workplaces

This standard provides guidance for organizations to develop principles and processes to improve conditions and practices that support and promote workplace well-being, thereby contributing to Human Resources Management (HRM) outcomes and the strategic goals of the organization.

Note 1 to entry: This document presents principles and processes that are scalable to the needs of any organization regardless of sector (e.g. public, private, government or non-governmental organizations) regardless of size, type of activity or industry.

Note 2 to entry: It is intended for use by organizations committed to placing workers at the core by ensuring values, and practices that uphold human dignity are aligned to the organization’s strategic objectives.

Note 3 to entry: This document refers to ‘well-being at work’ instead of ‘workplace well-being’ to make sure it is clear that this document applies to the workers’ well-being at work and not to the well-being of the workplace itself.

The following documents are referred to in the text in such a way that some or all of their content constitutes requirements of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies.

ISO 30400, Human resource management — Vocabulary

ISO 45003:2021, Occupational health and safety management — Psychological health and safety at work — Guidelines for managing psychosocial risks

For the purposes of this document, the terms and definitions given in ISO 30400, ISO 45001, ISO 45003:2021, and the following apply.

ISO and IEC maintain terminology databases for use in standardization at the following addresses:

— ISO Online browsing platform: available at https://www.iso.org/obp

— IEC Electropedia: available at https://www.electropedia.org/

3.1

Well-being at work

Fulfilment of the physical, mental, social, and cognitive needs of a worker.

Note 1 to entry: Well-being at work includes physical, mental, social, and cognitive aspects. It affects both work life and life outside of work.

Note 2 to entry: Well-being at work is supported by health and quality of life policies. This includes promotion, prevention, and early support.

Note 3 to entry: Effective well-being at work strategies improves individual and collective experiences, creating a thriving workplace and success for all.

Implementing a CIP for well-being at work results in four levels of benefits: for the organisation, managers, teams, and workers.

Organizations that are committed to a CIP for well-being at work experience cascading results that drive both current and future value of the organization. Current value is realized when organizations experience reduced operational expenses due to worker turnover, absenteeism, presenteeism, and lower salary continuance or group insurance costs. Future value is realized through the enhancement of the organization's credibility and reputation with all interested parties, including workers, shareholders, financial partners, business collaborators, and consumers. The organization’s commitment to a CIP for well-being at work is a powerful differentiator for an organization’s employer brand, which significantly boosts the organization’s ability to attract and retain top talent.

Research and experience indicate that organizations adopting a structured approach such as a well-being at work CIP see a positive value on their investments after few years.

A CIP for well-being at work drives positive impacts on managers and teams. Some of these impacts include:

— Workforce satisfaction and engagement. By fostering a culture where employees health needs are met, this translates into higher levels of engagement and a stronger commitment to the organization's success.

— Stress reduction. When workers feel supported and their well-being is prioritized, they can better manage stress, and are better able to think clearly, avoid mistakes, take better decision.

— Enhanced organizational climate. A well-being at work CIP fosters an environment of care and support, building trust and stronger relationships between team members and managers.

— Increased retention. When workers feel valued and supported by their manager and the organization, they are more likely to stay, reducing the time and effort managers spend on recruitment and training new hires.

— Increased productivity. Workers are less likely to take sick days. This results in fewer disruptions (e.g. scheduling, overtime, workflow impacts) for managers and teams. In addition, workers are likely to expend discretionary effort resulting in enhanced innovation and problem-solving capabilities.

These benefits enable managers to focus more on strategic initiatives and les focus on worker crisis resulting from stress, burnout, or mental health issues.

At the workers level, well-being at work CIP leads to positive impacts on mental, cognitive, physical, and social well-being.

— Mental well-being:

— increase fulfillment, resilience, and coping capacities, and others

— decrease anxiety, burnout symptoms, adjustment difficulties, depressive symptoms, and others

— Cognitive well-being: improved concentration, learning abilities, memory, and problem-solving skills, creative thinking.

— Physical well-being: healthier lifestyle habits leading to overall improvements in general well-being reduction in certain illnesses.

— Social well-being: stronger ability for workers and teams to establish and maintain harmonious relationships, while actively engaging in organizational and community life. This includes enhanced quality of interactions and greater capacity to fulfill various social roles.

The well-being at work CIP encompasses various fundamental elements that should be simultaneously considered.

Fundamentally, the cycle is broken down into four components: plan, do, check, act (PDCA). The cycle is customized to an organization’s needs and work environment.

This ongoing assessment reinforces the well-being continuum by integrating promotion, prevention, and early support initiatives at the organizational, team, manager, individual levels, and well-being practices.

It operates within a broader macro-process initiated by top management and governance.

Central to well-being at work is continuous evaluation against defined objectives, with regular reporting and modifications as necessary.

A shared commitment among all relevant interested parties, including senior leadership, managers, workers, and their representatives is pivotal to the success of implementing a CIP for well-being at work. When all relevant interested parties at all levels of the organization actively engage in preventing, promoting, and supporting well-being, it fosters a culture of accountability, trust, and collaboration.

Shared commitment ensures that well-being initiatives are successfully integrated into processes and practices across the organization.

Leadership commitment is a basic tenet of a CIP to ensure workers experience well-being at work. Organizations whose leaders, at all levels and across all functions, actively champion well-being at workset the tone for the entire organization and demonstrate its priority. This active endorsement fosters trust and psychological safety among workers, empowering them to openly engage with well-being resources and discussions. Commitment is demonstrated through allocating adequate resources, modelling healthy behaviours, and integrating well-being into strategic decision-making.

More specifically, leadership commitment can be formalized by the following:

— Drafting and communicating an official statement affirming its commitment to well-being at work CIP.

— Establishing and integrating a specific well-being at work policy.

— Taking responsibility for the CIP of well-being at work.

— Developing a comprehensive strategic communication plan (should include personal communications from senior leaders. The plan should include dissemination of commitments, policy and related measures to all interested parties and workers (see section 8.1.6).

— Establish and implement a process where workers and their representatives are consulted and involved.

— Appoint a leader responsible for the well-being at work CIP who is a member of the executive team, and, where applicable, a coordinator (see section 6.3).

— Provide a description of key managerial roles and responsibilities (see section 6.3).

— Take executive ownership of the responsibility for the prevention, promotion, and support of well-being at work.

— Assign the resources necessary to establish, maintain and improve the approach on well-being at work.

— Lead by example, foster a culture in the organisation that supports well-being at work.

— Communicate behavioural expectations that reinforce and promote the well-being at work.

— Ensure well-being at work initiatives achieves the intended results and fosters continuous improvement for key objectives.

— Approve and endorse the well-being at work CIP vision.

These steps provide the foundation for sustaining a committed well-being at work CIP.

Note on Management and Leadership: The commitment of organization’s leadership, is essential to the success of a well-being at work CIP. The more visible, on-going and concrete the commitment, the more tangible the impact on workers’ well-being at work.

Leadership and managers should recognize that their daily decisions influence workers’ perception of the importance and priority of the approach. Decisions that contradict the principles of the well-being at work CIP can lead to worker disengagement.

A culture of well-being at work is shaped by leadership commitment and evolving actions.

Leaders are instrumental in cultivating a working environment where workers experience positive physical, mental, social, and cognitive well-being. This culture is further reinforced by the entire organization's commitment to well-being, as well as the genuine, lived experiences of everyone working for, or on behalf of, the organization.

Characteristics of a culture of well-being at work:

— Prioritizes and promotes well-being at work through communications, engagement and outreach activities, processes and practices, and fostering relationships with all internal interested parties.

— Provides different voluntary mechanisms (including anonymous) for any worker to communicate their opinions or make suggestions for change about well-being at work fostering dialogue and debate.

— Encourages people to contribute and participate in determining their needs.

— Communicates behavioural expectations that foster well-being behaviours.

— Measures outcomes of well-being at work initiatives to gain insight into the outcomes of well-being at work (section 4).

Governance ensures oversight for the CIP for well-being at work. A governance group assists in this role. This body is responsible for the planning, implementation, monitoring, and improvement for establishing and fostering well-being at work.

The composition of the governance group is contingent on an organization’s size. For very small organizations, a governance group may only consist of 1 person (leader/coordinator). For other organizations a leader and a coordinator may be required to carry out the tasks and responsibilities. In larger, more complex organizations, a governance group would include a leader, coordinator, and steering team to ensure well-being at work is integrated across levels and functions. The organisation should allocate sufficient time and resources (e.g., human, material, financial) to both roles.

The organisation should allocate sufficient time and resources (e.g., human, material, financial) to both roles. The organisation should ensure the leader and coordinator roles can perform their activities during regular working hours. The roles of leaders and coordinator should be appointed by top management while informing the workers’ representatives, including trade unions where they exist. It is important that anyone fulfilling any of the roles has a strong interest in ensuring the success a CIP for well-being at work.

The leader is the person that is charged with responsibility, authority, and accountability of ensuring that the process of well-being at work CIP is established and maintained. Executive leadership should make this appointment based on the capacity of the individual that has current responsibilities that crosscut functions and positions within an organization. Normally, well-being at work CIP should be led by a representative from a decision-making body, with the human resources department usually assuming leadership. Human resources departement is already at the core of several organizational strategies involving different sectors that contribute to cross-cutting initiatives affecting all workers (e.g., organizational development/training, finance and benefits, occupational health/medical office) and already facilitates alignment among interested parties on the topic, encouraging dialogue, convergence, and coherence of orientations and actions. For other organizations, it might be appropriate for other departments to lead (e.g., in high hazard engineering, it might be more appropriate for operational safety to lead).

The choice of the leader should consider their commitment to well-being at work, credibility, integrity, responsibility and competencies based on appropriate education, training or experience. Consideration should also be given to the ability of the individual to perform or assign the various responsibilities of the position.

The leadership role for well-being at work ensures the following responsibilities are fulfilled by either their initiatives or in conjunction with the assistance of a coordinator or steering group (see Annex F Roles and responsibilities).

A coordinator in-charge shares responsibility and assists the leader in carrying out the responsibilities to ensure a CIP for well-being at work is successful. This position is an appointed position by the executive leadership and recommendation of the leader for well-being at work. The individual appointed should be committed to well-being at work and should be in a position that provides direct access to the organization's strategic direction and HR processes. For organizations without a steering team, the coordinator would assume the role.

The organization should clearly define in writing the roles, responsibilities, and tasks of the leader and the coordinator concerning the implementation of the well-being at work CIP (see Annex F) for an example of roles and responsibilities for these two positions).

The organisation should establish a well-being at work steering team that will be tasked to ensure the planning, implementation, monitoring and improvement of the well-being at work CIP.

It may also be considered to integrate this team into an existing committee, if well-being at work remains a priority and is not overshadowed by other committee responsibilities.

In very small organizations, this steering team responsibilities could be assigned to the leader/coordinator.

The organization leadership should ensure that those responsible for implementing the well-being at work CIP have the autonomy and flexibility to carry out their mandate. The organization should include worker representatives, including trade unions where they exist, and interested parties as part of the steering team.

Organization and Composition

The steering team is formed by the leader and coordinator in line with their defined roles and responsibilities and commitment to well-being at work. It is important that all levels, job categories, and functions are represented.

Recruiting for the team should be open and transparent, where all have knowledge of the opportunity, and can apply for consideration. The number of team members should be contingent on the challenges of the well-being at work CIP and complexity of the organization. The goal is to ensure all levels and crosscuts within the organization have proper representation and voice, while making sure the team remains efficient.

Once the team is selected, the list of team members should be communicated to all workers and interested parties.

The steering team should hold multiple meetings per year and maintain records of these meetings.

Collaboration should be established between this team and other teams responsible for well-being at work-related initiatives (e.g., occupational safety and health, workers committees, psychosocial risk prevention, etc.) as well as reporting to senior leadership.

Mandate and Objectives

The steering team should have a mandate and objectives aligned with the well-being at work CIP. It should be defined, in collaboration with the leader, coordinator and members of the steering team. It is recommended that the steering team's objectives are completed once the strategic outcomes and vision are defined and be reviewed regularly. The team should contribute to:

— Developing and deploying the well-being at work CIP (see section 8).

— Identifying and allocating resources.

— Gathering data, reviewing evidence and launching initiatives for continual improvement.

— Co-ordinating various interested parties, service providers and initiatives.

— Establish and implement a process where workers and their representatives are consulted and involved.

The governance group may need to develop and hone their skill sets to advocate and promote well-being at work initiatives. The leader should identify skills development needs in accordance with the roles and responsibilities of the leader, coordinator, and steering team members. If necessary, the organization should provide training and development activities during regular working hours, as a lack of knowledge can be a significant barrier to an effective well-being at work CIP.

Several factors determine the extent to which workers experience well-being at work. In the holistic context of this standard, we should consider factors inherent to the work environment and the individual and social lives of the workers. Therefore, five key determinants have been selected to design initiatives for the well-being at work CIP. See Annex D for examples of initiatives.

Work organisation is how we structure work, responsibilities, coordinate tasks (rules, processes, methods, etc.) which in turn allow workers to achieve organizational and individual objectives in a balanced way.

Management practices are the combination of effective tools, methods and leadership behaviours translating into a culture of well-being at work leading to a thriving workforce. Examples of elements in work organization and management practices include:

— Decision-making autonomy.

— Adequate workload.

— Roles and responsibilities.

— Career development.

— Recognition and appreciation of contribution.

— worker voice and protection mechanism

— etc.

Meaningful connections at work allow workers to feel a deep sense of belonging and mutual support that enriches their professional and individual lives. Such effects are observed when workers are also involved in their own social communities.

— Support from managers and co-workers

— Respectful work environment.

— Harassment-free and violence-free at work.

— Collaboration.

— Teamwork.

— Equity, diversity, inclusion, and accessibility.

— etc.

Work-life balance is the ability to manage roles and responsibilities in all areas of life in a harmonious way, while also growing and enriching each area

— Scheduling and allocation management.

— Work time flexibility.

— Workplace flexibility.

— Digital health.

— Daily life responsibilities.

— Practicing self-care.

— etc.

A supportive physical environment can facilitate healthy practices, creativity, positive interactions, physical, emotional and cognitive comfort of workers.

— Ergonomics.

— Healthy food accessibility.

— Space for active life.

— Workplace design.

— etc.

Having easy access relevant personal resources (internal and external) helps workers maintain and achieve their optimal, sustainable level of functioning which in turn allows them to face professional and individual challenges.

— Individual mental health resources (e.g. resilience, optimism, stress management).

— Opportunities for healthy lifestyle habits.

— Financial resources.

— Recovery process (e.g. rest period, mentally and physically detach from work).

— etc.

The implementation of a CIP ensures there are consistent positive incremental changes that result in significant benefits. The sections identified are presented in a specific order of action. An organization can begin its adoption of well-being at work CIP at any of these sections, depending on its current stage.

Successfully developing and sustaining a well-being at work CIP requires early and ongoing involvement from leadership, the governance group, and key interested parties.

Their engagement helps define priorities, secure resources, and support implementation.

Interested parties may contribute to data collection and analysis, decision-making, and the development and rollout of initiatives.

The governance group should identify both internal (e.g., executives, managers, worker representatives) and external (e.g., service providers, insurers) key interested parties.

It is important to obtain their input so they can contribute to the development of the well-being at work CIP, understand their concerns and objectives, clarify their roles in the process and take appropriate time to have the conversation with them.

In addition, to effectively deploy the plan, many organizations use ambassadors to support the integration of well-being at work. Interested parties and owners are a solid base to start an ambassador program that is designed to:

— Promote well-being.

— Lead actions.

— Facilitate communication between workers and the governance group.

See ANNEX INTERESTED PARTIES for additional information and a description of the steps involved.

Implementing a well-being at work CIP requires various resources, including:

— Time.

— People.

— Material.

— Technology.

— Communication tools.

— Financial support.

— Contribution from various organizational sectors.

— Etc.

The organization should ensure these resources are available in the short, medium, and long term.

See Annex A for specific examples of resources

An initial budget should be allocated to support the first phase of the plan. Financial needs should be reviewed regularly, ideally in line with the organization’s budget cycle.

Note 1: A CIP for well-being at work is considered a best practice, the costs associated are long-term investments, offering both financial returns and broader benefits like improved productivity, health, engagement, and organizational reputation.

Prior to analysing the current state, the governance group should gather data points currently collated and kept up to date within the organization. The data points of interest for this data gathering should be aligned with organizational objectives and well-being at work determinants.

This exercise may find crucial missing data points that are necessary to support a meaningful analysis of well-being at work. Should this be the case, this is addressed in section 8.1.4.

Note: When collecting data, the anonymity and data protection of workers should absolutely be fully safeguarded, in compliance with relevant privacy regulations.

See Annex C for more details.

The analysis of the data collected in section 8.1.3 provides a starting point for mapping areas to be targeted with a CIP for well-being at work. Analysing the well-being at work state also enables a gap analysis between the current and desired future state of well-being at work. It provides a reference point to ensure the continuous improvement of organization’s strategies on well-being at work by having the governance group prepare a report using the relevant actions below:

— Monitor and measure organizational data.

— Monitor and measure well-being at work determinants, as experienced by workers.

— Identify new data points to gather and new data collection mechanism (if necessary) and integrate as an action in the plan (see section 8.1.6).

— Identify factors that may impact well-being at work by, for example, conducting a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats).

— Identify and prioritize areas to be targeted for improvement based on the results and significance of gap from where the current status is and desired future state.

— Compare year over year trends to assess indicators for success as the cycle progresses.

— Benchmark against available external studies (if available and applicable).

— Any other method applicable.

At the end of this analysis, a report should be prepared, compiling all data, information, and insights, and including a summary of key findings. This report should be communicated to interested parties as well as senior leadership.

To build support and commitment, the governance group should develop a vision that should be approved and endorsed by the leadership team. A strong well-being vision statement consists of a concise, inspiring, clearly articulated commitment on behalf of the organization to workers. It is from this statement that objectives will be formulated and reviewed at regular intervals to ensure the vision is being carried forward and experienced by workers.

The vision represents a shared understanding of the goals. It helps foster engagement, trust, and collective ownership across all levels of the organization.

The plan includes measurable objectives and initiatives to improve well-being at work. Some initiatives can be achieved within a single year (e.g., implementing a specific training program), while others, due to their complexity or required resources, may extend beyond a single year. The plan is formulated by the governance group and communicated to executive leadership for approval and endorsement.

The plan should:

— Determine organizational, managers, teams, and workers outcomes to be measured and monitored.

— Define well-being objectives linked to the above outcomes.

— Define tracking indicators that should target various dimensions.

— Identify initiatives to achieve these objectives, specifying indicators, targets, and timelines.

— Develop an overall communication strategy of the well-being at work CIP. The governance team should develop specific communication plans, through one or multiple channels, as well as implementation strategies for each initiative.

— Include the well-being at work vision and the official statement (ideally the policy) and be communicated to all interested parties.

— Set up control mechanisms (feedforward, concurrent, and feedback) to monitor worker perceptions and reactions.

Review regularly by governance group members, re-approved by organization’s leadership, and communicated accordingly.

This plan should be informed by worker feedback, organizational priorities, and legal and regulatory requirements. As some initiatives require long-term effort, a multi-year plan—ideally three years—is recommended.

Initiatives should be prioritized using criteria such as:

— Expected impacts on worker well-being.

— Number of workers affected by these needs.

— Level of prevention covered (promotion, prevention, early support).

— Level of integration (organizational, managerial, team, and individual).

— Deployment timeline (short, medium, long-term).

— Urgency and severity of issues addressed.

— Feasibility of implementation.

— Relevance to organization and human resources outcomes (e.g., worker satisfaction and engagement levels), legal obligations, target populations (e.g., tailored responses to specific needs, customization), and equity considerations (ensuring tailored responses to diverse worker needs).

Organizational support should provide governance group involved in the CIP with the necessary skills, training and resources to implement the initiatives effectively.

Deployment focuses on putting plan into action, and ensuring initiatives are carried out effectively yielding benefits to both workers and the organization.

In addition, it is recommended to:

— Communicate a clear and consistent vision aligned with HR and organizational outcomes.

— Ensure leadership demonstrates commitment through visible actions.

— Mobilize ambassadors.

— Use transparent, adapted communication across all levels.

— Maintain two-way dialogue to support engagement.

— Align actions and communication across all initiatives.

— Monitor progress and adjust as needed.

— Collect and apply worker feedback during implementation.

Organizations should establish mechanisms to monitor and measure the effectiveness of their well-being at work CIP. This process supports the "ADAPT/IMPROVE" phase of the continual improvement cycle and should include both qualitative and quantitative assessments conducted at least annually. Monitoring should cover the well-being at work CIP and its initiatives, the achievement of well-being objectives and the alignment with organizational outcomes. Those elements should be documented. See Annex E Measuring the CIP for more details.

The organization should ensure that the governance group is regularly monitoring and verifying its alignment with the well-being at work CIP. Monitoring should cover the process (CIP) and its initiatives. This includes qualitative and quantitative analysis of:

— Vision and engagement of senior leadership (statement, policy, resources, etc.).

— Governance structure and operations (leader, coordinator and steering team).

— Implication of interested parties.

— Communications (strategy and plans).

— Well-being at work determinants (gathering, analysis, planning, evaluation).

— Action plan (initiatives, indicators, responsible, timelines, communication, level of prevention, level of integration, adequate resources, etc.).

— Achievements and challenges for CIP and initiatives.

— Recommendation of continuation, adaptation, or discontinuation of the initiatives.

Each initiative within the well-being action plan should be evaluated against the well-being objectives outlined in 8.1.6. The organization should compile an annual report that includes:

— A summary of all initiatives implemented.

— Tracking the indicators (with dimension of results, impact and effects) at defined intervals.

— Identification of achievements and challenges encountered.

— Recommendations for adjustments or future actions.

The governance group should regularly review the progress of the action plan to ensure its continued relevance and effectiveness.

The organization should ensure that the governance group is annually monitoring and verifying its alignment with organizational outcomes. The objective is for the governance group and the interested parties to see more (and more) impact of the well-being at work CIP on business outcomes. This includes:

— Tracking the key indicators (effectiveness).

— Identification of achievements and challenges encountered.

— Recommendations for adjustments or future actions.

The governance group should prepare an annual summary report that include at least:

— A synthesis of the monitoring and measuring of the well-being at work CIP (see 8.3.1).

— A summary report on the achievement of the well-being at work objectives (see 8.3.2) (including, where available, an annual progress analysis).

— A summary report of the monitoring and alignment with organizational outcomes (see 8.3.3).

— Recommendations for adjustments or future actions based on the information gathered and analysed and feedback received from interested parties.

Key interested parties’ involvement is also encouraged to foster transparency, collaboration, and facilitate expectation management.

See Annex E for more details.

Based on the results above, gaps between real and expected outcomes are compared. Gaps that are out of the range of tolerance, become foundational data to the next cycle of planning.

The annual summary report, worker feedback, available resources, and the plan’s objectives; interested parties should adjust the upcoming year’s plan. This may include:

— Updating or modifying existing initiatives to bridge the gaps between real and desired well-being objectives and organizational outcomes.

— Remove or add new metrics.

— Integrating new initiatives into the well-being plan.

— Aligning other organizational processes with well-being objectives.

The planning steps should be revisited to ensure the revised plan remains relevant and effective. Once approved by governance group and senior leadership, the updated plan—along with a summary of the previous year’s results—should be clearly communicated to all interested parties.

If the plan spans multiple years, the entire well-being at work CIP process should be reviewed and renewed at the end of the cycle to maintain continuous improvement.

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   RESOURCES

Through the development and the deployment of the CIP, the organization will need different resources. Here are examples of resources that can help

It is recommended that the organization assure access to different qualified professionals such as:

— Labor law: To ensure compliance with applicable laws and regulations.

— Procurement: To facilitate the management of external suppliers.

— Infrastructure: To develop or adapt infrastructure.

— Technology support: To manage data security and applications (internal or external) when technology is used.

— Communication: To develop and implement a communication and engagement plan for both the overall CIP and specific initiatives.

— Finance: To facilitate budget allocation.

— Health, well-being and safety: To facilitate development of activities and procurement of services based on the best available evidence.

— Etc.

It is recommended that the organization assure access to financial resources. While it may be challenging to estimate the costs of a well-being at work CIP at this stage, it is recommended to identify cost categories to approximate the recommended investment. Costs will vary significantly between organizations and initiatives, often depending on the desired objectives. Detailed costs will be defined once operational planning is complete.

Potential cost categories include:

— Resource person for the coordination.

— Specialized expertise (internal/external) for identified needs (see section 5.4.1).

— External providers such as Employee Assistance programs (EAPs), counselling lines, specialized training, survey administration firms, mutual insurance funds, etc.

— Communication and marketing materials.

— Time and resources for participation in initiative development meetings and operational activities.

— Other related costs.

To ensure the initiative's success, an initial budget should be allocated to cover at least the first developed plan.

A financial needs assessment should be conducted periodically (at least annually, aligned with the organizational budget cycle) by the leader.

Note: When a well-being at work CIP follows best practices, the associated expenses are generally considered an investment rather than a cost, with a return on investment (ROI) realized over time and with a Value on investment (VOI). VOI extends beyond financial returns, encompassing broader benefits such as productivity, interpersonal relationships, creativity, health, recruitment, retention, and employer image.

1. 
   
   INTERESTED PARTIES

Some interested parties may be involved in data and needs analysis, some in identifying business and HR objectives linked to well-being at work, some others will contribute to the communication around the well-being at work CIP, etc. Engaging interested parties from the beginning is a key lever for success.

Priority interested parties include the organization’s senior leadership, crucial in securing the necessary resources for the initiative and proactively promoting the well-being at work CIP; as well as workers and their representatives, meaning trade unions where they exist, since understanding, addressing and integrating workers’ needs is crucial for the success of wellbeing initiatives.

Key interested parties’ roles may include:

— Contributing to the vision statement development.

— Influencing certain decision.

— Consulting, engaging and advocating for worker groups.

— Contributing to the development and deployment of the well-being at work CIP.

— Contributing to the decision-making process on well-being measures.

— Identifying major milestones of the initiative.

— Contributing to the development and deployment of the well-being at work initiative.

— Identifying and acquiring resources, including external services if appropriate.

This step involves identifying functions or individuals who contribute or could contribute to the well-being at work CIP within the organization and those directly or indirectly affected by it.

Examples include:

— Executive leadership.

— Workers and worker representatives – meaning trade unions where they exist.

— Managers, including middle management.

— Human Resources specialists.

— Communication specialists.

— Ambassadors*.

— Health and safety officers.

— External interested parties (e.g., insurers/health mutuals, healthcare professionals, consultants) can also be consulted for independent advice where relevant.

— Etc.

* Ambassadors are committed to well-being and promoting, communicating, and receiving feedback from interested parties regarding well-being at work. These individuals strengthen two-way communication by reporting back to the governance group and addressing pertinent issues and provide information to workers.

To assist in the deployment of the plan ambassadors should be selected and prepared from different levels of the organization, ensuring a broad representation of worker perspectives.

Note: Ambassadors are not meant to replace any formal role of worker representatives and trade unions in social dialogue or other communication roles within the organization.

In order to engage and ensure long-term support from interested parties, the governance group should:

— Identify the needs and concerns of each interested party towards well-being at work.

— Identify the potential contribution of each interested party in a well-being at work CIP.

— Establish links between the CIP and the potential contribution of each interested party.

— Involve interested parties at the right time and for specific purpose.

— Encourage the involvement of the interested parties in the development and the promotion of the well-being at work culture.

— Install a two-way communication process with interested parties.

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   GATHERING DATA FOR ASSESSING THE CONTEXT

To assess the context, it is important to understand the current context by gathering data available in different types of reports, surveys and information also in policies and processes. Moreover, it is important to make some reflections about internal and external factors that can influence the well-being at work CIP.

• 1. Specific steps to consider while gathering data:

— Identify available organizational and human resources indicators and information that are impacting well-being at work CIP (see below for a reference of key metrics that can be gathered).

— Collect and compile relevant available data and information.

— Ensure that the data, the anonymity and data protection of employees are fully safeguarded, in compliance with relevant privacy regulations. The organization should clearly communicate the measures taken to ensure the confidentiality of collecting new data.

— Segment (site, departments, etc.) data when possible.

— Collect data for more than one year to observe trends.

— Decide the frequency of collecting data (at least once every two or three years).

— Retain descriptions and sources of information, indicators and evaluation methods used during data collection. This ensures consistency and better tracking over time.

— Identify missing metrics and information that should be gathered in the future for better understanding of the organizational and workers’ needs and put this as an action item in the action plan (see section 8.1.6).

• 1. Identifying metrics and information

The metrics and information below are good examples and possibilities of what can be gathered. Organizations should gather what is available and identify those to be gathered at a later stage. Not all metrics or information need to be gathered for the well-being at work CIP.

When collecting data, the anonymity and data protection of workers should absolutely be fully safeguarded, in compliance with relevant privacy regulations. All metrics below are meant to be aggregated and summarized when presented.

Most of the metrics, in the first table, come from ISO 30414 (required and comprehensive metrics for Human Capital Reporting and Disclosure).

The second table presents information related to the worker perception of the well-being at work in the organization.

The third table contains different information that needs to be gathered to assess the organizational context.

The fourth table contains other relevant metrics for a more detailed and comprehensive understanding of well-being at work point of view.

Table 1

The elements marked with an * are not included in 30414 and need to be detailed.

Table 2

This table present information that needs to be gathered to assess the organizational context

Table 3

The table below present information related to the employee perception of the well-being at work in the organization. That perception is necessary to complete the full portrait of the situation.

Table 4

The elements below are relevant metrics useful to understand the situation in regard to well-being at work.

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   DETAILS AND EXAMPLES OF INITIATIVES

For the upcoming year of implementation, the plan should be developed with more details for each initiative:

— The specific objective to which the initiative is linked.

— The interested parties and contributors.

— The timeline.

— The required resources.

— Any adaptations or piloting required to the initiative to ensure consistency with other well-being activities or organizational processes.

— The communication methods.

— The expected level of participation and satisfaction, along with other targeted indicators.

— Organization’s leadership approval.

Below are some examples of initiatives for each determinant of well-being at work. In the action plan to be prepared by the steering group, it is recommended to structure them according to the levels of organizational integration (organizational, managerial, team, and individual levels) and along the well-being at work continuum (promotion – prevention – early support).

This way of planning initiatives facilitates prioritization and optimization of actions according to the established needs and priorities. The aim is not to deploy all initiatives, but rather to gather ideas of initiatives for each determinant.

• 1. Work organization and management practices

Here are examples:

— Assess and balance the workload (e.g. work demands are manageable and equitable, encourage time management technique, priority management from all levels of leadership, define working hours, minimize distractions and multitasking, manage time constraints and deadlines, set pace of work, manage emotional load, intellectual requirements and physical effort, manage contradictory requests, clarify roles and responsibilities, clarify when role conflicts, etc.).

— Encourage recognition and reward practices (e.g. visibly appreciate contributions, survey about what matters to employees in terms of informal recognition and plan accordingly, fair and transparent remuneration practices, non-financial recognition, recognition of someone’s contribution in team meetings).

— Promote job control or autonomy/job demands (e.g. manager who clarifies responsibilities and giving autonomy in the way the task is accomplished, employee consultation and taking their opinion into account, allow participation in problem-solving, provide control over how, when, and where their work is done, etc.).

— Develop knowledge and skills (cultivate growth mindset, encourage continuous learning, utilize feedback, offer trainings on various topics such as civility, harassment, violence, clear communications about expectations, etc.).

— Facilitate organizational change management (e.g. Integrate, in the change management process, the potential impact on mental health and means to mitigate negative impact, give access to resources - training, documentation, specialist - to support change management initiatives for every group)

— Provide confidential whistleblower and grievance mechanisms.

— Establish a psychologically safe environment (e.g. well-being, harassment, violence, civility policies, feel safe to speak up, suggest starting meetings with a discussion about health and psychological health, etc.).

— Offer support to managers (e.g. set up peer support groups for managers specifically, train and empower managers to detect signs of distress and ways to intervene, etc.).

— Implement social protection benefits (e.g. paid sick leave, maternity/paternity/parental leave, disability insurance, health coverage, retirement savings plan, etc.).

— Etc.

• 1. Connection and community

Here are examples:

— Organize social activities that foster connections among colleagues.

— Provide training on the importance of collaboration.

— Support community volunteering.

— Connect individual work with organizational mission (e.g. through sustained communication of the organization's mission, highlighting how the person's work fits into or contributes to the mission of the team and the organization).

— Value mutual support and collaboration within teams and the organization (e.g. matrixial project management that encourage collaboration, develop communities of practice, team objectives and appreciation/evaluation, provide opportunities for volunteering, community engagement as a team during working hours, team building activities).

— Cultivate trusted relationship (e.g. Peer support network, testimonials of situations that reinforce this, survey questions - on a regular basis - to evaluate this element).

— Foster a culture of diversity, equity, inclusion and accessibility (e.g. Having a policy on EDIA, having one specific function or sector designated to manage EDIA - promotion/prevention/management of complaints/etc. -, the organization’s annual report includes a description of its EDIA initiatives, progress and plan for achieving objectives, develop and use transparent, fair and non-discriminatory practices and tools, such as automated HR system algorithms, in recruitment processes, recognizing the potential for conscious and unconscious bias in people and automated systems, executive sponsorship of affinity groups sharing common backgrounds, interests and purpose to foster a culture of D&I).

— Promote dignity and respect (e.g. civility training, organizational policy that defines expected behaviours in regard of civility, respect and dignity, nonviolent communication training, training for managers to detect and act on non-acceptable behaviours - harassment, violence, incivility, etc.).

— Etc.

• 1. Work-life balance

Here are examples:

— Promote predictable and fair scheduling.

— Support flexible schedules (e.g. flexible schedule, 9/10 work schedule, progressive retirement).

— Ensure the creation of adaptable and inclusive workplaces.

— Allow for adaptable workplace location (e.g. remote work, satellite office).

— Develop and promote a personal leave policy.

— Provide workers and families with support tools and resources (e.g. telemedicine access, childcare support, assistance with family logistics, EFAP).

— Promote practices that support digital well-being at work. A connexion policy that encompasses expectations about the utilization of numerical tools at work and outside of work.

— Allow leave for personal matters (e.g. additional leave bank, well-being days off, study leave, sabbatical periods, option for fragmented or continuous vacations).

— Recognise and facilitate daily life responsibilities.

— Facilitate organizational adaptability (e.g. results-based management, autonomous teams, float or replacement teams, preparation for parental leave, part-time that leads to full time with the collaboration of the same work provided by two employees).

— Provide tools for practicing self-care.

— Encourage and support employees to take their entitled breaks, vacation time, and time off for personal needs.

— Etc.

• 1. Physical environment

Here are examples:

— Provide for ergonomic workstations (e.g. simple tools (one-pager)/information that support employee in the adaptation/adjustment of the material (chair, desk, etc.), the tools, etc. in the working environment; access to a specialist in ergonomic to evaluate, coach or adapt things).

— Facilitate healthy food accessibility.

— Provide facilities for active life and rest.

— Design workplaces to facilitate collaboration.

— Facilitate working environment that offers/integrate different kind of spaces for different kind of activities (collaboration, concentration, confidentiality, relaxation, conviviality etc.).

— Ensure a safe and secure work environment.

— Provide environment that supports healthy lifestyles (e.g. on-site gym, on-site health training, access to healthy food, ensure healthy foods at workplace meetings, relaxation/wellness room, outside paths to encourage walking and running groups, create walking and running clubs or other type of health clubs, provide a health account to accumulate money to spend on health materials or activities).

— Provide outside eating area, green walls or plants, access to natural light (windows), interior stairs that are nice, inviting with adequate lighting).

— Etc.

• 1. Resources to help improve individual well-being

Here are examples:

— Provide access to resources to support financial health (e.g. financial literacy training, access to financial experts/professionals, online tools that support employee retirement planning).

— Facilitate access to tools to support cognitive ergonomics

— Implement programs to facilitate healthy lifestyles such as physical activity, nutrition, sleep, stress management, etc. (e.g. workshops, discounts/reimbursements, professionals that promote healthy behaviors, that help detect employees at risk and then provide support accordingly, organizational health challenges, have bike stands to promote active transportation, virtual coaching, active meetings (stand-up or walking).

— Deploy an annual health questionnaire or several types of questionnaires that provide employees with their own health profiles and identify areas of improvement.

— Organize conferences on different health topics, apps on stress management, resilience, or that promotes physical activities, monthly or weekly articles, podcasts, online webinars on different topics that matter.

— Provide tools to help develop stress management skills.

— Implement an organizational policy to financially support the purchase of individual sports equipment.

— Offer access to psychological support services or virtual healthcare.

— Introduce recovery processes such as rest periods.

— Etc.

1. 
   
   Measuring the CIP and its initiatives

Monitoring should cover both the CIP process and its initiatives. It should also include qualitative and quantitative information.

• 1. QUALITATIVE INFORMATION

Below are examples of questions that the governance group could ask on a regular basis:

Vision

— Are we aligned with our vision?

— Does everyone in the organization know and understand the vision?

— Are more employees embracing and acting on that vision?

— Etc.

Engagement of Senior Leadership

— Do we have a clear statement from senior leadership affirming that well-being at work is essential to achieving organizational outcomes?

— Do we have a well-defined policy on well-being at work?

— Do we allocate an annual budget and sufficient resources to support the well-being at work CIP?

— Etc.

Governance Structure and Operations

— Do we have a strong leader driving the CIP process?

— Does this person have clearly defined roles and responsibilities?

— Does this person receive the necessary support?

— Is there someone responsible for coordinating the CIP?

— Is there a steering team?

— Is its composition representative of the organization (e.g. socio-demographic diversity)?

— Are members engaged and mobilized?

— Do they have a clear mandate, objectives, roles, and responsibilities?

— Are employees aware of who is part of the well-being governance group?

— Do members work well together?

— Do they deliver results?

— Etc.

Interested Parties

— Do we have a list of interested parties?

— Do we know their expectations regarding the well-being at work CIP?

— Have we consulted them, or do we plan to do so?

— Do we communicate with them regularly?

— Are they engaged and mobilized?

— Do we have ambassadors, and do we support them in their roles?

— Etc.

Workplace Well-being Determinants

— Do we have a clear picture of the organization’s situation with regards to well-being at work determinants?

— Do we have feedback from employees on these determinants?

— Do we know our strengths and areas for improvement?

— Have we prioritized the determinants we should focus on for the coming year(s)?

— Have we communicated this information to the various interested parties?

— Etc.

Action Plan

— Do we have an action plan informed by employee feedback, organizational priorities, and legal or regulatory requirements?

— Have we identified initiatives that support our workplace well-being objectives?

— Do we have indicators, targets, and timelines for each initiative?

— Do we have specific communication plans for these initiatives?

— Do we have short-, medium-, and long-term initiatives?

— Do the initiatives in the action plan cover all three levels of prevention (promotion, prevention, and early support)?

— Do we have initiatives at each level of integration (organizational, managerial, team, and individual)?

— Do we track participation and satisfaction rates for each initiative?

— Have we allocated the right resources (in both quality and quantity)?

— Etc.

Achievements and Challenges (for the CIP and its Initiatives)

— What have we done well?

— What are we proud of?

— What milestones have we reached?

— What challenges have we faced?

— Is there anything we should have done differently?

— Etc.

• 1. QUANTITATIVE INFORMATION

Evaluation should be cascaded to different levels, with immediate results of initiatives, to short and long-term impacts and overall effectiveness.

— Results of initiatives: Specific measurable outcomes (e.g. reach, initiative’s adoption, satisfaction with the initiative, etc.)

— Impact (short and long term): Refers to changes resulting from the specific measurable outcomes (e.g. level of learning, behaviour changes, empowerment, etc.)

— Effectiveness: Evaluating outcomes at the completion of the process (CIP). Organizational effectiveness refers to the degree to which an organization achieves the goals it set out to accomplish (e.g. absenteeism, number of grievances, productivity, turnover, attractiveness, engagement, etc.)

1. 
   
   ROLES & RESPONSABILITIES
   1. Roles and Responsibilities of Leader and Coordinator

Defining roles, responsibilities, and accountabilities is necessary to have desired outcomes. The leader and the coordinator of the well-being at work CIP are not responsible for the entire organizational well-being culture but they are responsible for the process.

The leader should:

— Design, develop and update the well-being at work CIP in collaboration with the interested parties.

— Promote the well-being CIP to senior management, managers, and workers.

— Ensure the availability of the necessary resources (i.e., human, material, financial, etc.).

— Set up and mobilize a steering team dedicated to well-being at work.

— Define, in collaboration with team members, the steering team's mandate and objectives (see section 6.3.4.2).

— Assure the continuous alignment of the steering team with the mandate and objectives.

— Lead the development and communication of organizational statement and vision of well-being at work CIP.

— Lead the development of the organization's official well-being policy.

— Obtain management and senior leadership approval for the CIP plan.

— Inform management of the progress of the CIP and the initiatives.

— Participate in meetings of the well-being steering team.

— Encourage innovation around health and well-being practices.

— Facilitate adoption of evidence-led health and well-being actions and initiatives.

The coordinator should:

— Prepare, lead and facilitate well-being steering team meetings.

— Identify training needs for team members.

— Coordinate steering team activities and ensure follow-up.

— Liaise with the various interested parties to ensure an integrated and consistent approach.

— Lead with the steering team the well-being at work CIP.

— Provide ongoing follow-up with the initiative leader.

1. 
   
   Sample: Initiative documentation

Initiative/Activity Planning

1. The term worker refers to the individual at work, whether they are employees or contractors ↑